Ship Management

By Author: Bharat Book Bureau
Total Articles: 1486
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Bharatbook.com is proud to announce the new report Ship Management (http://www.bharatbook.com/detail.asp?id=6721).

The ever-changing environment of ship management is becoming increasingly complex. latest Ship Management report examines the principal components of the market and the implications of third party management.

The nature of ship ownership

The implications for ship management

The market for third party ship managers

Commercial management

Technical management

Administration Training

Product Description

Through detailed research and analysis the report examines the crucial factors shaping the ship management market.

Ship management and the shipping industry:

Shipping and risk exposure
Market for ship managers

Commercial management:

Chartering choices and cost factors
Reading the market - cyclical influences and other factors

Technical management:

Manpower availability and costs Management issues relating to crew matters The R&M regime Management issues relating to R&M or ship equipment ...
... matters Procurement regimes and management issues relating to the stores and supplies budget Management issues relating to insurance Regulatory issues Risks and proactive approaches

Move towards third party ship management

The Ship Management report provides key insights into the industry and the future growth of the market. Its data and analysis include:

Ship owners and concepts of risk management
Commercial and technical management - the options for outsourcing
Third party ship management and questions of liability - including the ISM Code, ISPS and Marpol as well as growing levels of national or regional legislation
The market for third party ship managers - management quality and difficulties of product differentiation

Main findings

Ship Management report provides an independent and detailed assessment of the ship management market, analysing the main areas of management, how it aligns with the overall risk management evaluation and the options for outsourcing. Focussing on the implications of ship management and the market for third-party ship managers, the report assesses the nature of ship ownership, commercial management, technical management, administration and training.

The nature of ship ownership

Describing the various ship owner types and multiplicity of the shipping business, It identifies the areas of risk management. Providing an overview of both commercial and technical management, it reports the options for third party management and questions of liability.

Commercial management

This section examines the shipping market and its economic cycles, the impact on ship chartering and differences across industrial sectors. It also monitors and measures the fundamentals of the freight market and rates. The report also analyses key ship running costs and the influence of the forward market, the newbuilding market and the demolition market.

Technical management

focuses on the availability and costs of manpower and key management issues relating to the crew alongside an evaluation of the ship repair and maintenance regime - including classification requirements, equipment recommendations and policy choices and fuel-related issues. Technical management also has a remit covering areas such as procurement policy and the stores and supplies budget, insurance, regulatory requirements and response planning.

Administration

An analysis of the key activities associated with shipping companies covering the unavoidable and the optional as well as the core administrative needs within a ship management company.

Table of Contents

Section 1 Executive Summary

1.1 Third party management - potential costs and benefits
1.2 Technical management
1.2.1 Crewing
1.2.2 Repairs and maintenance
1.2.3 Stores and supplies
1.2.4 Insurance
1.2.5 Regulatory and contingency measures
1.3 Commercial management
1.4 Administration
1.5 Strategies and risk management

Section 2 The nature of ship ownership, the implications for ship management and the market for third party ship managers
2.1 Shipping - a multi-risk business
2.2 Ship owners - not a homogenous body
2.3 Ship owners and the balance of power in the marketplace
2.4 Ship owners and concepts of risk management
2.5 Ship management - a brief overview
2.6 Shipping and outsourcing
2.7 Commercial and technical management - the options for outsourcing
2.7.1 Other considerations
2.8 Third party ship management and questions of viability
2.9 Management quality and difficulties of product differentiation
2.10 The market for third party ship managers
2.11 The main third party ship managers

Section 3 Commercial management
3.1 Ship chartering
3.1.1 Types of charter
3.1.2 Charter type - cost relationship
3.1.3 Arrangements between the buyers and the sellers of goods
3.1.3.1 The bill of lading
3.1.3.2 Incoterms
3.2 ‘Reading' the market
3.2.1 Evaluating market trends and developments
3.2.2 Market cycles
3.2.2.1 Economic cycles
3.2.2.1.1 Other macroeconomic influences
3.2.2.2 Differences exhibited by industrial sector
3.2.2.3 Shipbuilding
3.2.2.4 Ship finance
3.2.2.5 Freight markets
3.3 Monitoring and measuring the market
3.3.1 The fundamentals
3.3.2 Freight rates
3.3.3 The forward markets
3.3.4 Key running costs
3.3.5 Supply factors
3.3.5.1 Developments in the newbuilding market
3.3.5.2 Developments in the ship demolition market
3.4 Voyage estimating
3.4.1 Key components in the voyage estimate
3.5 Post fixture

Section 4 Technical management
4.1 Introduction
4.2 Manning and crew management
4.2.1 Manpower availability
4.2.1.1 Measures that could be taken by owners and managers
4.2.1.1.1 Identify and develop new sources of labour
4.2.1.1.2 Adapting the role of the seafarer
4.2.1.1.3 Address pay and conditions
4.2.1.1.4 Seafarer retention
4.2.2 Seafarer costs
4.2.2.1 Wage costs
4.2.2.1.1 Basic pay
4.2.2.1.2 Overtime
4.2.2.1.3 Leave/Vacation
4.2.2.1.4 Pension/Provident Fund
4.2.2.1.5 Travel costs
4.2.2.1.6 Onboard victualling
4.2.2.1.7 Training
4.2.2.1.8 Union fees
4.2.2.1.9 Recruitment/selection and processing
4.2.2.1.10 Medicals and drug/alcohol tests
4.2.2.1.11 Welfare/social dues
4.2.2.1.12 Sick pay
4.2.2.1.13 Standby pay
4.2.2.1.14 Agency fees
4.2.2.1.15 Others
4.2.2.2 Tours of duty
4.2.2.3 Indicative wage costs
4.2.2.4 Developing the manning budget
4.2.3 Management issues relating to crew matters
4.2.3.1 The ILO ‘Superconvention'
4.2.3.2 Crew travel
4.2.3.3 Seafarer scrutiny
4.2.3.4 Crew protection
4.2.3.5 Alcohol issues
4.2.3.6 Seafarer sickness
4.2.3.7 Image of the seafaring profession
4.2.3.8 Ship managers - benchmarking and product differentiation in the human resources context
4.3 Ship repair and maintenance (R&M)
4.3.1 Classification societies and class survey requirements
4.3.2 Condition assessment programmes
4.3.2.1 Condition assessment survey
4.3.3 Classification societies and software products
4.3.4 Equipment recommendations and policy choices
4.3.4.1 Machinery
4.3.4.2 Paints and coatings
4.3.4.3 Fuel-related issues
4.3.5 The ship manager's role in the drydocking process
4.3.6 Shipyard selection
4.3.6.1 The shipyard tariff
4.3.6.2 Regional cost variations
4.3.6.2.1 Steel prices
4.3.7 Management issues relating to R&M or ship equipment matters
4.3.7.1 Prospects of a wider remit for enhanced surveys
4.3.7.2 Emissions
4.3.7.3 Electronic navigation systems
4.3.7.4 Tracking requirements
4.3.7.5 Ship Security Alert Systems (SSAS)
4.3.7.6 Bridge watch alarms
4.3.7.7 Oily water separators
4.3.7.8 Ballast water management
4.3.7.9 Ship demolition issues
4.4 Procurement policy and the stores and supplies budget
4.4.1 Principal elements in the stores and supplies budget
4.4.2 Lubricating oils (lubes)
4.4.3 Other stores and supplies - the purchasing and procurement process
4.4.4 Management issues relating to stores and supplies matters
4.4.4.1 The changing face of lube purchasing
4.4.4.2 Purchasing or procurement?
4.4.4.2.1 Logistics implications
4.4.4.3 Benchmarking
4.5 Insurance
4.5.1 Hull and Machinery (H&M)
4.5.2 Protection and Indemnity (P&I)
4.5.3 Others
4.5.3.1 Freight Demurrage and Defence (FDD)
4.5.3.2 War risks and trade disruption
4.5.3.2.1 Trade disruption insurance (TDI)
4.5.3.2.2 Strikes insurance
4.5.3.2.3 War Risk
4.5.4 Management issues relating to insurance
4.5.4.1 Piracy and terrorism - differences and their implications
4.5.4.2 The ‘churn effect' - good news in the short-term but creating serious problems for the future?
4.5.4.3 Risk accumulation
4.5.4.4 The IG and the EU
4.5.4.5 Policies intended to eliminate the sub-standard
4.6 Regulatory requirements
4.6.1 SOLAS
4.6.1.1 ISM
4.6.1.2 ISPS
4.6.2 STCW
4.6.2.1 The White List
4.6.2.2 Port State Control
4.6.3 Marpol
4.7 Software products for ship managers
4.8 Response planning - higher standards and proactive measures?
4.9 Budgeting

Section 5 Administration
5.1 Administrative activities associated with shipping operations
5.1.1 Shipping operation administrative activities - the unavoidable and the optional
5.2 Administrative needs with a ship management company
5.2.1 Illustrative technical management staffing structure

Section 6 Training
6.1 Introduction
6.2 Training approaches at a national level
6.2.1 Sample approach - India
6.3 Selected other examples
6.4 Ship manager approaches
6.4.1 Alternative training tools
6.4.2 Other considerations

Appendices
Appendix 1 Component routes of the Baltic Exchange Indices that form the basis for FFA contracts
1 Dry bulk sector
1.1 Capesize
1.1.1 Index routes and terms
1.1.2 The Baltic Capesize bulk carrier
1.2 Panamax
1.2.1 Index routes and terms
1.2.2 The Baltic Panamax bulk carrier
1.3 Supramax
1.3.1 Supramax routes and terms
1.3.2 The Baltic Supramax bulk carrier
1.3.3 Handysize
2 Tanker sector
2.1 Dirty
2.2 Clean
3 LPG
Appendix 2 Port state control flag target lists
Table A2.1 Paris MOU - Black to Grey list
Table A2.2 Tokyo MOU - Black to Grey list
Table A2.3 US Coast Guard annual flag list

Tables
Table 1.1 Third party ship management - some pros and cons
Table 1.2 The main technical management components and current issues
Table 2.1 Top 10 container ship owners by teu capacity, start 2006
Table 2.2 Key areas of risk affecting shipping
Table 2.3 Why choose a ship manager?
Table 2.4 Full members of InterManager
Table 2.5 Ship management - market size
Table 3.1 Incoterms 2000
Table 3.2 Evolution of parity rates between the US dollar and selected countries
Table 3.3 Potential areas for covenants built into ship mortgage agreements
Table 3.4 Key fleet order backlogs, mid-2006
Table 3.5 Elements of a bunker market price report
Table 4.1 Analysis of seafaring population by region
Table 4.2 Projected seafarer supply/demand imbalances, 2005 and 2015
Table 4.3 Selected tour of duty terms - 2006 conditions
Table 4.4 Selected sample dry cargo vessel wage rates for selected countries, 2006
Table 4.5 Selected sample tanker wage rates for selected countries, 2006
Table 4.6 ITF Uniform TCC Collective Agreement
Table 4.7 IBF agreement
Table 4.8 Panamax bulk carrier manning budget (3/4 years old - worldwide trading)
Table 4.9 IACS Member Societies
Table 4.10 Class survey requirements
Table 4.11 Selected leading fixed premium P&I insurers
Table 4.12 IG Clubs - Estimated annual premium and free reserves (2005 year of account)
Table 4.13 Non IGA P&I pools and mutuals
Table 4.14 War Risk insurers
Table 4.15 IMO Conventions other than SOLAS, STCW and Marpol
Table 4.16 Main components of SOLAS 1974
Table 4.17 Core activities of company and ship security officers
Table 4.18 Main components of the STCW convention
Table 4.19 White List countries
Table 4.21 Main components of the Marpol convention
Table 4.22 TMSA monitored performance areas
Table 4.23 Elements in the proactive and reactive approaches
Table 4.24 Ship operating cost reduction expectations through using a third party ship manager
Table 6.1 Criteria for selection of candidates for various pre-sea training courses in India
Table 6.2 Selected indicators on training regimes

Figures
Figure 1.1 The main elements in managing ships
Figure 2.1 Mapping selected aspects of risk management
Figure 2.2 Risk reducing processes
Figure 2.3 Management and administration overview
Figure 2.4 Typical P&L for a ship manager
Figure 2.5 Global distribution of ship management companies, end 2005
Figure 2.6 Main ship managers' fleets, end-2005
Figure 2.7 Main ship managers - service offering
Figure 2.8 Main ship managers - strategies
Figure 2.9 Main ship managers - distribution of clients
Figure 3.1 Ship cost and charter type relationships
Figure 3.2 Selected GDP trends and predictions, as at mid-2006
Figure 3.3 Selected trends in consumer price inflation, as at mid-2006
Figure 3.4 US dollar parity trend against the Yen and the Euro
Figure 3.5 Trends in crude oil prices
Figure 3.6 Newbuilding price index
Figure 3.7 Trend in bulk carrier time charter rates
Figure 3.8 Trend in tanker spot rates
Figure 3.9 Trend in containership time charter rates
Figure 3.10 Examples of forecast bulk shipping supply/demand imbalances
Figure 3.11 Pattern of operating costs and charter revenues - Panamax bulk carrier
Figure 3.12 Pattern of operating costs and charter revenues - Vlcc
Figure 3.13 Pattern of bunker and crude oil price movements
Figure 3.14 Bunker price trends
Figure 3.15 Changes in overall fleet order backlog (dwt or teu basis): % of existing fleet
Figure 4.1 Main seafarer supply countries, 2005
Figure 4.2 Per cent of ISF members reporting shortages of particular officer grades 2000-2003
Figure 4.3 CAS planning programme
Figure 4.4 Approximate trend in copper prices
Figure 4.5 Ship manager's overview of planning for drydocking
Figure 4.6 Average shiprepair price trends, 2000-2005
Figure 4.7 Trend in Asian steel plate prices
Figure 4.8 Main stores and supplies budget elements
Figure 4.9 International Group reinsurance programme 2006-2007
Figure 5.1 Typical structure of a technical ship

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